The Leadership Effectiveness Analysis Tool measures the intention or energy that a manager puts toward 22 leadership and management behaviors. The effectiveness of a manager in any given behavior can only be determined by what the organization needs to best accomplish its purpose. These behaviors are grouped into six sets:
• creating a vision,
• developing followership,
• implementing a vision,
• following through,
• achieving results, and
• team playing.
Creating a vision and developing followership are leadership-oriented behaviors; they are about figuring out where the organization is headed and getting people moving in that direction. Implementing a vision, following through, and achieving results are about implementing the vision; they are more management- oriented behaviors. Team playing is about how the manager relates to people.
CREATING A VISION
Conservative—studying problems in light of past practices to ensure predictability, reinforce the status quo, and minimize risk.
Innovative—feeling comfortable in fast-changing environments; willing to take risks and to consider new and untested approaches.
Technical—acquiring and maintaining in-depth knowledge in your field or area of focus; using your expertise and specialized knowledge to study issues and draw conclusions.
Self—emphasizing the importance of making decisions independently; looking to yourself as the prime vehicle for decision-making.
Strategic—taking a long-range, broad approach to problem-solving and decision-making through objective analysis, thinking ahead, and planning.
Persuasive—building commitment by convincing others and winning them over to your point of view. Outgoing—acting in an extroverted, friendly, and informal manner; showing a capacity to quickly establish free and easy interpersonal relationships.
Excitement—operating with a good deal of energy, intensity, and emotional expression; having a capacity for keeping others enthusiastic and involved.
Restraint—maintaining a low-key, understated, and quiet interpersonal demeanor by working to control your emotional expression.
IMPLEMENTING THE VISION
Structuring—adopting a systematic and organized approach; preferring to work in a precise, methodical manner; developing and using guidelines and procedures.
Tactical—emphasizing the production of immediate results by focusing on short-range, hands-on, practical strategies.
Communication—stating plainly what you want and expect from others; clearly expressing your thoughts and ideas; maintaining a precise and constant flow of information.
Delegation—enlisting the talents of others to help meet objectives by giving them important activities and sufficient